Organizational Behaviour and Change Management PDF
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“This book takes a helpful evidence-based approach to reviewing and classifying the many psychological biases relevant to those working in organizations and with change practices—it offers important insights for research and practice around how these biases affect us and the social motives behind them.” —Thomas Calvard, University of Edinburgh Business School, UK “A reliable compass and guideline for the theory and practice of organizational change.” —John Rijsman, Tilburg University Organizational Behaviour and Change Management Humans are social animals, and change is a social process. To understand this social process and explain the thoughts, feelings, and behaviours of individuals, knowledge of how the presence of others influences people is crucial. In this regard, bias is a concept with a lot of potential. Because cognitive and social biases influence human thinking, feelings, and behaviour, these provide insights and knowledge that are helpful, if not essential, for the field of organizational behaviour and change management. The preceding statements may seem obvious and self-evident, but practice as well as science show that they are neither. Organizational Behaviour and Change Management: The Impact of Cognitive and Social Bias aims at unleashing the potential of cognitive and social biases to develop a more effective change management theory and practice. To do so, we analysed and assessed thousands of scientific articles. The most prominent biases are structured by using a practical and comprehensible framework based on five core social motives (belonging, understanding, controlling, trusting, and self-enhancing). With its evidence-based, systematic, and integrative approach, this book provides scientists and practitioners in the field of organizational behaviour and change management with the best-available evidence, linking biases to organizational behaviour and change and further enriching the field of change management. Cornell Vernooij, MSc, is a business consultant at TEN HAVE Change Management, the Netherlands. Organizational behaviour and change are the main focus in his work as a board room and organizational consultant. Biases form a dominant perspective in his efforts to better understand and change organizational behaviour. He currently leads the long-term team research project concerning biases and is working towards his PhD on biases at TEN HAVE Change Management in accordance with the Vrije Universiteit Amsterdam. Judith Stuijt, MSc, is a business consultant at TEN HAVE Change Management, the Netherlands, with a background in social and organizational psychology. Maarten Hendriks, MSc, LLM, is a business consultant at TEN HAVE Change Management, the Netherlands, with a background in organizational psychology and corporate law. He is currently working towards his PhD regarding the effects of social psychology in relation to corporate governance. Wouter ten Have, PhD, is a full professor of organization and change at the Vrije Universiteit Amsterdam, the Netherlands, member of two supervisory boards, and partner and consultant at TEN HAVE Change Management, the Netherlands. Steven ten Have, PhD, is a full professor of strategy and change at the Vrije Universiteit Amsterdam, the Netherlands, the former chairman of the Foundation for Evidence Based Management, and partner and consultant at TEN HAVE Change Management, the Netherlands. Routledge Studies in Organizational Change & Development Series Editor: Bernard Burnes 6. Leadership and Digital Change The Digitalization Paradox Einar Iveroth and Jacob Hallencreutz 7. Critical Perspectives on Diversity in Organizations Thomas Calvard 8. Leadership, Organizational Change and Sensemaking Ronald Skea 9. Organizational Change and Relational Resources Edited by Karol Marek Klimczak and Yochanan Shachmurove 10. Organizational Behaviour and Change Management The Impact of Cognitive and Social Bias Edited by Cornell Vernooij, Judith Stuijt, Maarten Hendriks, Wouter ten Have and Steven ten Have 11. Organizational Cognition The Theory of Social Organizing Edited by: Davide Secchi, Rasmus Gahrn-Andersen and Stephen John Cowley 12. Organizational Change, Leadership and Ethics Leading Organizations towards Sustainability, 2E Edited by Rune By, Bernard Burnes and Mark Hughes For more information about this series, please visit: https://www.routledge. com/Routledge-Studies-in-Organizational-Change--Development/ book-series/SE0690 Organizational Behaviour and Change Management The Impact of Cognitive and Social Bias Edited by Cornell Vernooij, Judith Stuijt, Maarten Hendriks, Wouter ten Have and Steven ten Have First published 2023 by Routledge 605 Third Avenue, New York, NY 10158 and by Routledge 4 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN Routledge is an imprint of the Taylor & Francis Group, an informa business © 2023 Cornell Vernooij, Judith Stuijt, Maarten Hendriks, Wouter ten Have and Steven ten Have The right of Cornell Vernooij, Judith Stuijt, Maarten Hendriks, Wouter ten Have and Steven ten Have to be identified as authors of this work has been asserted in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988. All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers. Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. ISBN: 978-1-032-26423-3 (hbk) ISBN: 978-1-032-26424-0 (pbk) ISBN: 978-1-003-28823-7 (ebk) DOI: 10.4324/9781003288237 Typeset in Bembo by Apex CoVantage, LLC Contents Overview of authors and research team ix List of tables and figures xi Foreword xii Preface xvii 1 Bias in organizations and change 1 STEVEN TEN HAVE, CORNELL VERNOOIJ, AND MAARTEN HENDRIKS 2 Model and methodology 11 WOUTER TEN HAVE, CORNELL VERNOOIJ, AND JUDITH STUIJT 3 Understanding, biases, organizational behaviour, and change 30 JUDITH STUIJT, CORNELL VERNOOIJ, AND FLORE LOUWERS 4 Controlling, biases, organizational behaviour, and change 80 MAARTEN HENDRIKS, CORNELL VERNOOIJ, AND RUBEN TEN HAVE 5 Trusting, biases, organizational behaviour and change 110 JUDITH STUIJT, CORNELL VERNOOIJ, AND FLORE LOUWERS 6 Self-enhancing, biases, organizational behaviour and change 143 MAARTEN HENDRIKS, CORNELL VERNOOIJ, AND FLORE LOUWERS viii Contents 7 Belonging, biases, organizational behaviour, and change 181 JUDITH STUIJT, CORNELL VERNOOIJ, AND JULIUS WINTER 8 The impact of bias on organizational behaviour and change 210 CORNELL VERNOOIJ, JUDITH STUIJT, STEVEN TEN HAVE, AND WOUTER TEN HAVE Appendix: A Overview of primary and secondary biases 228 Appendix: B Examples of Matrix for Each Core Social Motive 235 Index 259 Authors and research team Authors Cornell Vernooij, MSc, is a business consultant at TEN HAVE Change Management, the Netherlands. Organizational behaviour and change are the main focus of his work as a board room and organizational consultant. Biases form a dominant perspective in his efforts to better understand and change organizational behaviour. He currently leads the long-term team research project concerning biases and is working towards his PhD on biases at TEN HAVE Change Management in accordance with the Vrije Universiteit Amsterdam. Judith Stuijt, MSc, is a business consultant at TEN HAVE Change Man agement, the Netherlands, with a background in social and organiza tional psychology. Maarten Hendriks, MSc, LLM, is a business consultant at TEN HAVE Change Management, the Netherlands, with a background in organiza tional psychology and corporate law. He is currently working towards his PhD regarding the effects of social psychology in relation to corporate governance. Wouter ten Have, PhD, is a full professor of organization and change at the Vrije Universiteit Amsterdam, the Netherlands, member of two supervisory boards, and partner and consultant at TEN HAVE Change Management, the Netherlands. Steven ten Have, PhD, is a full professor of strategy and change at the Vrije Universiteit Amsterdam, the Netherlands, former chairperson of the Foundation for Evidence Based Management, and partner and con sultant at TEN HAVE Change Management, the Netherlands.
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